Quotes About Feedback

You are always, always overwhelmed by positive response because you know it can go either way.

Fostering an atmosphere that doesn't allow for error simply makes people defensive.

Some of the best advice I ever received was "Man, that was terrible".

What ever-sharper, real-time data about people's actual listening behavior do is more strongly reinforce the feedback loop.

differences in behavior arise not because of differences in how men and women are, but in how men and women are treated. This is what the evidence shows: women are less likely to get useful feedback, their mistakes are judged more harshly and remembered longer, their behavior is scrutinized more carefully, and their colleagues are less likely to share vital information with them. When women speak, they're more likely to be interrupted or ignored.

Remember, feedback is meant to address the problem, not the person.

Direct, personal feedback really is the simplest and most effective form of motivation.

when leaders fail to tell employees that they're doing a great job, they might as well be taking money out of their pockets and throwing it into a fire

All too often in life, we see people do what we want them to do and we say nothing, assuming that the behavior has become natural for them, an easy standard.

Team Effectiveness Exercise. This exercise requires team members to identify the single most important contribution that each of their peers makes to the team, as well as the one area that they must either improve upon or eliminate for the good of the team.

The most important challenge of building a team where people hold one another accountable is overcoming the understandable hesitance of human beings to give one another critical feedback.

Don't be afraid of your emotional "mistakes." They tell you what you should be doing differently and provide the steady stream of information you need to understand yourself as life unfolds.

the only thing that really matters is this: are they holding back their opinions? Members of great teams do not.

Help people realize that when they fail to provide peers with constructive feedback they are letting them down personally. By holding back, we are hurting not only the team, but also our teammates themselves.

Do not seek praise. Seek criticism.

As for building something users love, here are some general tips. Start by making something clean and simple that you would want to use yourself. Get a version 1.0 out fast, then continue to improve the software, listening closely to users as you do. The customer is always right, but different customers are right about different things; the least sophisticated users show you what you need to simplify and clarify, and the most sophisticated tell you what features you need to add.

A restaurant can afford to serve the occasional burnt dinner. But in technology, you cook one thing and that's what everyone eats. So any difference between what people want and what you deliver is multiplied. You please or annoy customers wholesale. The closer you can get to what they want, the more wealth you generate.

Users are a double-edged sword. They can help you improve your language, but they can also deter you from improving. So choose your users carefully, and be slow to grow their number. Having users is like optimization: the wise course is to delay it.

Get a version 1.0 out there as soon as you can. Until you have some users to measure, you're optimizing based on guesses.

Personnel in the tactical arena should be thick skinned and ready for direct and frank feedback.

No author dislikes to be edited as much as he dislikes not to be published.

[Reviewing a production of Uncle Tom's Cabin] The dogs were poorly supported by the cast.

I don't want to sit there and be like, 'Oh, I don't care what the audience thinks.' It does matter to me. I just want them to think, to be honest.

Criticism is no threat to your self-esteem or identity, but rather informs you.